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10'' Stainless Steel Rod Sharpener for Kitchen Knives
Simple Introduction of Rod Sharpener:
Material:Stainless steel/ABS plastic
Package:blister card
Usage:Kitchen Knife Sharpening
Features of Rod Sharpener:
1.High-performance stainless steel ensure effective sharpening results.
2.Super hard ceramic rods for durable use.
3.Soft handle design for comfortable and nice appearance.
Product Show
Using Instruction of Rod Sharpener:
1. Place the plastic tip on the end of the sharpening rod on a solid surface. Apply lightly downward pressure to avoid slipping during use.
2. Place heel of your blade at the top of sharpening rod at preferred 20 degree angle. Sharpen the knife from heel to tip and repeat 2-3times, then turn to the other side of the knife until blade sharp,
General speaking, use it once a week to keep your blade sharp.
3. Clean the knife with water or wiper and dry it after use; Clean the knife sharpener with non-abrasive brush.
1.keep stable when sharpening.
2.To prevent falling from height when using.
3.Please put the knife sharpener and knife beyond the reach of children to avoid any accidents.
1. Manufacturer Overview
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3. Manufacturer Capability
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The POV sports camera has gotten to be very competitive and highly innovative, with all of the companies, including GoPro, Replay, Drift Innovation and Contour, trying to outdo each other. A few large camera companies, including JVC and Sony are also entering the market, so things are about to get very interesting.
The XD1080 is a small, light and compact video camera, which is easy to use and has a simple interface for video resolution changes. It has an excellent usage and form factor, combining two sharp tactile buttons (power and record) with distinctive vibrating mode changes, and a tiny cylindrical camera body. The rugged and water resistant camera records in a wide array of high-definition video resolutions up to 1080p, and have proven itself to take excellent footage with great clarity and realistic colors.
Replay XD 1080
The XD 1080 is a POV (point of view) high-definition sports camera, and uses a 5MP CMOS (complementary metal-oxide-semiconductor) sensor. Its uses a wide angle 135º fixed-focus, 6-element, and f3.1 lens, with an anti-glare coating. It can record video footage in 1080p, 960p, and 720p formats, and photos in a time lapse and manual shutter mode. It records data onto a micro SDHC (4GB included) up to 32GB in size, and is powered with an internal rechargeable Li-Ion battery that gives around two hours of recording time. It has ports for a mini USB for computer connection and recharging, and a dual-purpose type A HDMI, which can do live streaming to a TV or other source, or can be an external microphone for higher-quality audio recording. The small and light camera uses a protective anodized aluminum barrel body surrounding the lens and electronics, and its impact, shock, and water resistant. The camera attaches to an assortment of mounts, and the ones that are applicable to biking, include a low profile and adjustable swivel/tilt, which both connect into their SnapTray system, and then an optional handlebar/seatpost clamp. The cylindrical camera measures 1″ x 3.5″, weighs 3 ounces, and the kit retails for $299.
The kit comes with the XD 1080 camera, the HeimLock adjustable and LowBoy fixed mounts, two stick-on Flat Base and Curved Base SnapTrays, an instruction guide, a USB and HDMI cable, car and wall USB chargers, nylon case, soft camera bag, leash, 4GB microSD card, micro USB card reader and micro SD to SD card reader.
Measured Specs:
- Camera – 88 grams ( 3.1 oz)
- Size – 94.5mm x 28mm (3.7″ x 1.1″)
- HeimLock mount w/ SnapTray – 42 grams (1.5 oz)
- LowBoy mount w/ SnapTray – 26 grams (1 oz)
Flying Dog Trail – Replay XD 1080 at 720p Full Light Test (no edits & default bit rate/sharpness):
Video Resolutions
The XD 1080 can shoot in High Definition, in three video resolutions. It can shoot in 1080p (widescreen) at 30fps (frames per second), 960p (full frame) at 30fps and 720p (widescreen) at either 30 fps or 60 fps. The 720p 60 fps allow for slow motion playback, which is pretty cool to watch, and in addition, it gives the normal footage a smoother and more fluid look. Each of the video resolutions is captured at different bit rates, which entails varying recording times and storage requirements, meaning greater resources are needed for the higher usage formats. The resolution settings are altered using two buttons that reside inside the rear screw cap of the camera. The camera records in two viewing angles, unique to its video resolution, so 1080p is 110°, while 920p and 720p are at 135°. It uses the H.264 video codec, AAC audio compression, and a .mov file type. Everything defaults to the NTSC standard, but it can optionally record PAL video in 25fps and 50fps increments.

subset: commoncrawl


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Illinois adds search firm to the process.
In seeking a replacement for retiring athletic director Ron Guenther, the University of Illinois has hired a search firm, the university confirmed Wednesday.
The school signed a contract with Parker Executive Search, a firm that specializes in college athletics.
Parker bills itself as "the world's leading executive search firm in collegiate athletics.'' The firm helped Bradley in landing athletic director Michael Cross and Geno Ford, hired as basketball coach this spring. Parker's list of recent engagements also included Tennessee coach Cuonzo Martin, plus hires at Oregon, Vanderbilt, Northern Illinois and the NCAA office.
The search committee met for the first time Monday night. Illinois set a goal of filling the vacancy by July 1. Guenther's contract ends on June 30.


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The pad Stay-Dry is an insert that can be used to increase the abosorbence force or as a diaper replacement for newborns. The Stay-Dry keeps your child's skin dry for a long time, allowing the body to move away from the body into the superabsorbent absorbent core, preventing them from returning to the surface.
Recommend for the night, as it has a good suction power and keeps the skin drier.
Size: approx 12 cm x 30 cm
Pack o 2 pieces.
Stay-Dry padding: 50% polyester, 40% polypropylene, 10% elastane
Super absorber (suction core): 50% polyester, 50% viscose
Interlock soft: 80% organic cotton 20% polyester
Mashine wash at 95 °
Continuous product if sold out will be restocked.
Made in Hungary by brand Popolini.
About the company:
20 years ago we first opened the doors to the POPOLINO Windelhaus, our first own little shop in Vienna. Washable nappies were quite new and popular at the time and customers were very enthusiastic. Unfortunately we were not content with the available quality, so we decided to produce our own nappies according to our own personal quality standards. Starting of in Austria we now have our own production site, Bamiko, which is based in Hungary / Europe and guarantees highest quality standards, sustainability & fair working conditions. In the meantime we have additionally launched our own organic and GOTS certified clothing line iobio™ for children and babies up to about four years.
Our headquarters, "BMK Handels- & Vertriebs GmbH", is located in Vienna and has about 75 employees, 45 of them in production, the rest in wholesale and retail. Furthermore we run four shops within Austria (two in Vienna, one in Salzburg and one in Graz) and have three further partner shops in Berlin, Bologna and Paris.
Vision: starting a family is a unique, life changing experience that opens your mind to all kinds of new, interesting facets of life.
And so we realized the importance of healthy, contaminat free products- we didn't want pretty things for our little ones, we wanted the right things.
It was back then when we noticed how disturbingly large the pile of waste from disposable nappies was. So we began looking for alternatives. First we began making cloth nappies for our own personal use, after a while family members and friends started asking if we could make them some aswell. Before we knew it we had started our own small business. Nowadays, more than 20 years later our business has grown and we offer a much broader product range. Nevertheless the idea has stayed the same and has yet become even more important.
That is why we have decided to produce almost all of our products within the European Union- this way we can guarantee short routes of transport, fair working circumstances and highest ecological standards.
Natural, skin friendly material combined with product development in cooperation with midwives, mothers and employees with children aiming at children and parents actual needs have paved our route to success.
Production: located about 230 kilometers east of Budapest, next to the Tisza lies Tiszalök, where our small production site, Bamiko, is based.
The region used to be one of the most important within the textile industry, but with major companies closing their production and transfering it to Asia due to cheaper workfare many factories were forced to close their doors.
Therefore we were able to find a small skilled and motivated team to produce are products. Starting off with only eight employees two years ago we now have a team of 40 that produces all iobio™ productsas well as the majority of PoPoLiNi® products.
Certificates and quality standards
Our products and production facilities have to pass the approval of highly stringent eco audits every year. We can assure you that all our proclamations are backed by worldwide approved certifications.
Overview of our Certificates/quality standards:
GOTS (Global Organic Textile Standard)
GOTS (Global Organic Textile Standard) is worldwide recognised as the leading standard which defines high level environmental criteria along the entire supply chain of organic textiles and requires compliance with social criteria as well.
Number of Certification for PoPoliNi and iobio products: IMO, CH N° 29701.
Read more: www.global-standard.org
All our products (including those with man made fibres) are certified according to Ecotex Standard 100 class 1 (infant) a guarantie that these products are free of harmful residues and thererfor safe.
Number certification for our own brands PoPoLiNi and iobio: ÖTI N° 46490.
More information: www.oeko-tex.com
Organic cotton
Our own qualtiy sign for products made of certified organic cotton where our supplier could not provide GOTS-certification.
Organic cotton


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Oishei Children's Hospital is now participating in the American College of Radiology (ACR) Dose Index Registry® (DIR®). Participation in the registry is voluntary and allows our imaging facility to compare its computed tomography (CT) dose indices to regional and national values. The registry also provides regular feedback so our facility can gauge how any dose reduction measures may be working over time. This allows our facility to make appropriate adjustments to its protocols, and ultimately better enable our facility to optimize the radiation dose patients receive from CT scans.
With the DIR, information related to dose indices for all CT exams is collected, anonymized and stored in a database. Registry participants are then provided with periodic feedback reports comparing their results by body part and exam type to aggregate results. Data collected from the registry will be used to establish national benchmarks for CT dose indices.
The DIR is part of the ACR National Radiology Data Registry (NRDR™), which leads the effort in developing benchmarks and comparisons to help imaging facilities improve quality of patient care.
The ACR is a national professional organization serving more than 36,000 diagnostic/interventional radiologists, radiation oncologists, nuclear medicine physicians and medical physicists with programs focusing on the practice of medical imaging and radiation oncology and the delivery of comprehensive health care services.


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Pursuant to the requirements of division (B)(2) of section 1347.15 of the Revised Code, this rule contains a list of valid reasons, directly related to the board's exercise of its powers or duties, for which only employees of the board may access confidential personal information (CPI) regardless of whether the personal information system is a manual system or computer system:
(A) Performing the following functions constitute valid reasons for authorized employees of the board to access confidential personal information:
(1) Responding to a public records request;
(2) Responding to a request from an individual for the list of CPI the board maintains on that individual;
(3) Administering a constitutional provision or duty;
(4) Administering a statutory provision or duty;
(5) Administering an administrative rule provision or duty;
(6) Complying with any state or federal program requirements;
(7) Processing or payment of claims or otherwise administering a program with individual participants or beneficiaries;
(8) Auditing purposes;
(9) Licensure [or permit, eligibility, filing, etc.] processes;
(10) Investigation or law enforcement purposes;
(11) Administrative hearings;
(12) Litigation, complying with an order of the court, or subpoena;
(13) Human resource matters (e.g., hiring, promotion, demotion, discharge, salary/compensation issues, leave requests/issues, time card approvals/issues);
(14) Complying with an executive order or policy;
(15) Complying with a board policy or a state administrative policy issued by the department of administrative services, the office of budget and management or other similar state agency; or
(16) Complying with a collective bargaining agreement provision.
(B) To the extent that the general processes described in paragraph (A) of this rule do not cover the following circumstances, for the purpose of carrying out specific duties of the board, authorized employees would also have valid reasons for accessing CPI in these following circumstances:
(1) Conducting investigations of persons licensed by the board, including the review of information collected on subjects, witnesses, or records associated with the investigation;
(2) Reporting administrative actions and disciplinary records, pursuant to state or federal law;
(3) Monitoring compliance of board administrative actions, including the review of all internal and external reports and data used to facilitate the monitoring process;
(4) Records maintenance processes, including filing, copying, scanning, and monitoring, or
Five Year Review (FYR) Dates:
09/19/2016 and
Promulgated Under: 119.03
Statutory Authority: 4753.05(A)
Rule Amplifies: 1347.15
Prior Effective Dates: 01/01/2011
Prior History: ( Effective:
R.C. 119.032 review dates: 01/01/2016
Promulgated Under: 119.03
Statutory Authority: 4753.05(A)
Rule Amplifies: 1347.15)


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by Nora Tobin
With the holidays just around the corner, traveling, parties, shopping, and other seasonal outings may start to take over your schedule, leaving little time for the gym. This does not mean your rockstar body (which you worked so hard for all year long) is going to vanish right before your eyes.
Your prevention plan: Change up your routine so you can get in a full-body workout in half the time—no gym needed.
This at-home cardio workout is an efficient way to burn off extra calories and keep your metabolism stoked through the holiday season. It also works wonders for your attitude and mindset. Instead of feeling guilty after splurging on the pumpkin bread, knowing that you've kept up with your workouts will help you feel satisfied and strong.
Try this cardio workout in the morning and you'll be energized and empowered throughout your day.
How it works: Perform the 4-move warm-up, and then immediately move into the main circuit. Do each exercise as fast as possible for 1 minute, without resting between moves. After you finish the whole circuit, rest for 1 minute, and then repeat the main circuit (no warm-up) 2 more times, 3 if you have the time and energy. Finish off your fat-blasting session with the yoga cool-down.
Warm-Up: Reverse Lunges:
Take a big step back with your left foot. Bend both knees to lower into a lunge, making sure your right knee is above the ankle and does not go too far beyond your toes. Drive off the ball of your right big toe to return to standing. Repeat, this time stepping back with your right leg. That's one rep. Do 10 reps total, keeping your chest up the whole time.
Warm-Up: Squats with Arms Overhead:
Stand with feet hip-width apart and arms up, palms facing each other. Bend both knees and shift your hips back as though you are sitting in a chair. Draw shoulder blades down and back. Use your glutes to return to standing. That's one rep. Do 10 reps total.
Warm-Up: Bridges:
Lie faceup on the floor (mat optional) with your feet directly below your knees. Keep your hands by your sides and engage your glutes to lift your hips off the ground. Slowly lower back to the floor. Keep your neck and back relaxed as you use your glutes and hamstrings to lift up and down 10 times total.
Warm-Up: Plank with Shoulder Touches:
Come into a straight-arm plank position with hands directly under shoulders, forming a straight line from neck to feet. Without moving hips, touch right hand to left shoulder. Bring hand back underneath shoulder. Touch left hand to right shoulder. Repeat 10 times each side.
Main Set: Mountain Climbers:
Come into a straight-arm plank position with your hands directly below your shoulders. Your body should form a straight line from neck to your ankles. Lift your right foot and drive your right knee up into the center of your body. Quickly switch legs, driving left knee up into the center of your body. Try to keep your hips level and your shoulders directly above your wrists. Do as many as possible for 1 minute.
Main Set: Burpees:
Stand tall with your feet hip-width apart. Bend both knees, swing arms back, and drive off ground as high as possible. Land softly and immediately bend your knees, place hands on the floor in front of you, and jump your feet all the way back so you end up in a plank position. Lower your chest to perform a pushup. Jump both feet back in and stand. Immediately jump up to repeat. Continue to do as many reps as possible for 1 minute.
Main Set: Squat Jumps:
Stand with your feet hip-width apart. Push your hips back and bend your knees to lower into a squat (in preparation to leap). Explosively jump as high as you can. Land softly, and then immediately squat down to jump again. Imagine that you're pushing the floor away from you as you leap. You can use your arms to help you jump higher. Do as many squat jumps as possible for 1 minute.
Main Set: Skier Jumps
Stand tall with your feet, ankles, and knees glued together. Jump from side to side as fast as possible, keeping your chest lifted and landing softly. The height of the jump does not matter. Focus on the speed. Do as many jumps as possible for 1 minute
Main Set: Pilates 100
Lie faceup with your knees and hips bent 90 degrees, hands by your side. Lift your head, shoulders, and upper back off the ground, and begin to pulse your arms, taking long, deep breaths (inhale for 10 counts, exhale for 10 counts). Your core should be engaged the entire time so that everything but your arms stays completely still. Continue taking deep breaths until you get to 100 arms pulses.
Cool-Down: Downward Dog
Come onto your hands and knees with hands directly below your shoulders and knees directly below hips. Spread your fingers wide and tuck your toes under. Inhale and lift your knees off the floor, pressing your hips up toward the ceiling. Draw your heels down to the floor or keep a slight bend in your knees. Press your hands firmly into the mat and draw your shoulder blades down. Keep the head between the arms (don't let it hang). Take 5 deep breaths or as many as desired.
Cool-Down: Cat and Cow
Come onto your hands and knees with hands directly below your shoulders and knees directly below your hips. Inhale to lengthen your spine. Without bending elbows or moving hips, roll your spine forward to arch your back. Lift your chin, chest, and hips to the ceiling, allowing your stomach to sink toward the floor. Once you've reached the fullest expression of your arch, round your spine toward the ceiling and release your head toward the floor. Move in a fluid motion for 5 deep breaths or as many as desired.
Cool-Down: Warrior II
Stand with your feet wider than hip-width apart. Turn your right toes out and left toes slightly inward. Bend your right knee and lower your hips down. Make sure your right knee is directly above your ankle. Extend your arms straight out from your shoulders and press the outside of the left foot into the mat. Continue to sink lower into your hips as spine stays long. Take 5 deep breaths or as many as desired.
Read more in Shape
Op-ed pieces and contributions are the opinions of the writers only and do not represent the opinions of Y!/YNaija


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Raspberry, chia, quark and peanut butter lollies
They keep telling me that kids are either fruit-lovers or more at ease with vegetables and I am not quite sure that I believe them. I am one of those mothers that looks over at the lunch boxes of other toddlers in cafes or at the zoo and I always see sandwiches (which my child won't eat), some carrot and cucumber sticks (we have some joy there) and always berries and grapes and I have theories on why my toddler is so disinterested in fruit but none of them are proven.
My first theory is that when I was pregnant I was quite cautious of developing gestational diabetes as I come from a family of diabetics and so I followed a low GI diet pretty well and cut back the fruits and sugar. Perhaps that's why my toddler will reject the chocolate brownie and go for the garlic cracker? But then I did eat a lot of cake when I was nursing. A LOT.
My second theory is that he simply takes after me in yet another way-I am definitely a vegetable person and that sounds like a silly thing to say about a vegetarian doesn't it? But I do know vegetarian folk who get by without green stuff and lacking in pulses and lentils in their diets. I don't know if taste buds are genetically influenced but if any of you do know, please do tell me!
My third theory is that maybe I just don't eat enough fruit and consequently he needs more exposure? Well it is a good job then that the wonderful family at Riverford sent me a huge box of the most special and glorious fruits and vegetables. They look positively bulging with vitality and goodness and thankfully my toddler gets as excited about the delivery and washing all the lightly soiled vegetables as I do. This time he even took a bit of interest in Riverford's perfectly formed and bouncing raspberries…but not enough to try them until of course we made these lollies for grown-ups (that kids seem to love too).
I have no idea why the raspberries were more appealing in a lolly but I witnessed the magic of fruit licking and it was one of those moments that just happens so swiftly and unexpectedly that the breath is held in case the moment passes before it is been beheld. Well anyway, poetic stuff aside, there was FRUIT licking.
I soaked the chia seeds in rose water and if you haven't use chia seeds before they are nutty and silky-slippery. They swell lots when they come into contact with liquid and take on the flavour of whatever they are soaked in, you could use apple juice for instance.
The quark is lean and a very much healthier alternative to ice cream and is creamier than yoghurt. Peanut butter just works. It just does.
For the full recipe head over to great british chefs


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New 2021 Chevrolet Trailblazer FWD 4dr LT VIN KL79MPSL2MB005204 Stock Number 10001
Price After All Offers $20,886
Count on Copeland - Visit us for a state-of-the-art customer experience. Only 45 seconds off Route 24 - Easton Exit 17B. Please read entire vehicle description for price details. 2021 Chevrolet TrailBlazer LT
$4,550 off MSRP!
^^Price includes all available conditional rebates and offers from Chevrolet. Contact the dealership to verify eligibility for these rebates. Not all customers and vehicles will qualify for all rebates. Must finance with GM Financial. Percent discount deals include finance and conquest requirements. Offers can change without notice. ^All prices exclude tax, title, license, and doc fee. Price includes: $550 - Chevrolet Consumer Cash Program. Exp. 09/30/2020 $1,000 - GM Cards With Redemption Limits Copper/Platinum - Must have GM Card with $1,000 in points - Exp. 09/30/2020 $3,000 - COPELAND Trade-In Assistance - Bonus to trade-in allowance for 2018 or newer trade-ins. Lease vehicles excluded. Amount added to total trade-in allowance. - Exp. 09/30/2020


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Pecan pie is a fairly sweet pie and rightly so. But I don't like pecan pie when it's overly sweet. I know that "overly sweet" is subjective, but I wanted to craft this recipe to my family's tastes. Instead of using one cup (8 fluid ounces) of corn syrup (which is the amount that most recipes for a 9-inch pie seem to require), I cut back on the corn syrup and I even replaced some volume with maple syrup. When combined with the corn syrup, the maple syrup adds a very subtle yet different dimension of sweetness to the pie. Whole pecans are really stunning and pretty in a pecan pie, but I like using chopped pecans since I have difficulty cutting nice pie wedges when I use whole pecans. I have to say that making the filling is as easy as pie. I know, bad pun, but it had to be said.
Maple Pecan Pie
(makes one 9-inch pie)
1/2 cup packed light brown sugar
3 large eggs
1/2 cup light corn syrup
1/3 cup maple syrup
3 tbsp unsalted butter, melted
1 tsp pure vanilla extract
pinch of salt
1 1/2 cups coarsely chopped pecans
One 9-inch pie shell, pre-baked as directed below*
*Flaky Pie Dough
(makes enough dough for two 9-inch pies)
8 ounces (2 sticks) unsalted butter, cold
2 1/2 cups all-purpose flour
2 tbsp sugar
1 tsp salt
1/3 cup ice water
1/2 tsp vinegar
Cut the butter into tiny cubes and place in freezer for 15 minutes. Sift flour, sugar and salt into the bowl of a standing mixer. Place bowl of dry ingredients in the freezer for 15 minutes.
Remove butter and mixer bowl with dry ingredients from the freezer. Add the butter to the flour mixture and mix on low for 2-3 minutes until the butter is the size of peas. Combine ice water and vinegar and add to dough. Mix until dough just comes together, about 20 seconds.
Gather dough and divide into 2 disks. Wrap in plastic and chill in refrigerator for 1 hour (and up to 3 days).
Take out one disk of chilled dough. Save the other disk for another use. Roll out the dough to 1/8 inch thick and 2-3 inches larger than the pie pan. Transfer dough carefully to a 9-inch pan. Let the pie shell rest in refrigerator for 30 minutes (and up to 1 day) before baking.
Preheat oven to 375F. Blind bake the pie shell by lining with parchment or buttered foil. Fill the parchment/foil lined shell with pie weights.
Bake for 20 minutes at 375F. Remove parchment and pie weights. Continue baking for 10 minutes more until light golden. Set pie shell aside on a baking sheet while you make the filling. Decrease oven temperature to 350F.
To make pie filling
Whisk brown sugar and eggs in a medium bowl. Whisk in corn syrup and maple syrup. Mix in melted butter, vanilla and salt. Mix in chopped pecans. Pour filling into pie shell.
Bake at 350F until the sides of the filling are slightly puffed but the center is still a bit "sunken", about 35 to 45 minutes.
Allow pie to cool on a wire rack. Serve pie slightly warm or at room temperature.


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ATLANTA - Records show that federal immigration authorities based in Atlanta audited 105 businesses for illegal hiring practices during the last fiscal year.
The Atlanta Journal-Constitution's analysis of records associated with the audits also shows that authorities arrested several workers and issued nearly $900,000 in fines to employers -- the third-highest total in the nation.
U.S. Immigration and Customs Enforcement officials say dozens more such audits are under way in Georgia.
The newspaper reports (http://bit.ly/UE1EFQ) that the enforcement is happening amid a sharp increase nationwide in such audits, fines and arrests of managers stemming from employers hiring illegal immigrants.
At the same time, records show the government has been arresting fewer lower-level workers during work-site investigations. Critics say that practice allows illegal immigrants to freely move on to other jobs nationwide.


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After listening 9 11 survivors stories, please share with us your 9 11 story. What were you doing? What did you feel when you heard the tragic news? We are all united in this tragedy.
Our lives have been touched and changed by 9/11. We cannot change what happened that day, we cannot change the fatalities. What we can do, here and now, together, is to ensure that truth, hope, love and peace live on; we can ensure that truth, hope, love and peace are not going to be fatalities. We owe this to the people who perished in 9/11, to the innocent people born on that tragic day. We owe it to ourselves.
September 11 changed the way I looked at the World. I was in Boston, and just for a lucky series of events, I delayed my flight to NYC from Boston Logan airport. May flowers blossom from a tragedy.
Peace and metta,
9/11 Survivors Remembers Experience
Available on: http://www.youtube.com/watch?v=_f7QWFwXtb4
Brian Clark (September 11 attacks survivor)
Brian Clark is one of the survivors of the attacks on the World Trade Center on September 11, 2001. A Canadian, Clark worked for the international brokerage firm Euro Brokers, which lost 61 employees that day, nearly a fifth of its New York branch. [1]
Clark was one of only four people in the South Tower to escape from a floor above the plane's impact. No one escaped above the impact point in the North Tower.
The second impact occurred at 9:03 a.m. just a few floors below Clark's floor. Clark turned on his fire-warden flashlight and gathered his remaining colleagues, a party of seven. They started down one of the three stairwells. When they got to the 81st floor they encountered two people who were trying to ascend to the roof, where they thought they could get fresher air. The pair of people ascending from the lower floor described the stairs as impassable, blocked by fire and smoke. They tried to convince Clark's party to join them in climbing higher. Those reaching the top floor would have encountered locked doors barring access to the roof (and in any case smoke and heat prevented any helicopter rescue from the roof) and were killed when the tower collasped.
Clark was called out of this debate when he heard a voice calling for help. Some of the drywall that was supposed to enclose the stairwell had fallen away, so Clark and his co-worker Ron Di Francesco left the others to seek out that voice. Di Francesco was soon overcome by smoke and returned to the stairway by himself.
Stanley Praimnath had been buried under some fallen debris. With Clark's help he was able to extricate himself, and when they returned to the stairwell, the others were already gone, so Clark and Praimnath elected to descend instead of heading upward after them. According to an interview with both of them in a special documentary aired in 2005, Praimnath was so grateful that Clark had rescued him, that he hugged and kissed his savior, rather surprising Clark.
Clark and Praimnath's descent through the floors of the impact was impeded by some debris and smoke, but by removing the debris, it was passable.[9]
The airliner that struck the North Tower struck it perpendicular to the north face, its impact severing all the elevators and all three stairwells. The airliner that struck the South Tower struck at an angle. It severed two stairwells but left Stairway A, the one they were using, more or less intact.
A few floors below the impact, they encountered one of Clark's colleagues, José Marrero, ascending and using a walkie-talkie. Marrero had received a call from another of Clark's colleagues above, David Vera, saying his party needed help. Clark tried to convince his colleague not to ascend but Marrero insisted on going higher to help Vera and the others.
At the Skylobby on the 44th floor Clark and Praimnath encountered a Port Authority employee, who was tending to a severely injured tenant. He told them that all the phones were out on that floor. He asked them, when they had access to a working phone, to have someone send an EMT to care for this injured tenant.
The phones were working in Oppenheimer's offices on the 31st floor. Clark was on the telephone for over three minutes before his 911 call was understood. This call might have been the only chance for rescue workers to learn that there was a clear stairwell that the several hundred people trapped above the impact could try to use to escape. Clark described how he and Praimnath did not feel a sense of urgency, and before calling 911 they each made one brief personal call.
When they got to the ground floor there were rescue workers, and one advised them to run, once they exited onto Liberty Street on the south side of the complex.
Clark described how, when they had gotten about two blocks away, Praimnath told him he thought the buildings were going to go. Clark was skeptical, repeating how solidly built the towers were, but he did not finish his sentence before Tower Two started to collapse.
Praimnath thanked Clark for saving his life.[9] But Clark, in turn, also thanked Praimnath since he felt that the act of going and freeing Praimnath drew him out of a debate that might have ended with him joining the others who went up to their deaths. His Euro Brokers colleague Ron DiFrancesco, who had initially turned around because of the smoke, mustered the strength to resume the descent, and was one of the last people to escape the South tower before its collapse; he awoke three days later in hospital, suffering from extensive burns and a head laceration. All told, they were among only four people who managed to escape from above the impact zone in Tower 2. Richard Fern, a Euro Brokers IT manager, was the fourth.
An additional fourteen escaped from the impact zone itself, mostly from the upper sky lobby which bore the brunt of the impact and left scores dead.
Sixty-one of Clark's co-workers were killed in the incident. Clark was later appointed by his company's management to be President of the Euro Brokers Relief Fund, created to help take financial care of the families of those who were lost. He retired in 2006, a year after Euro Brokers merged with another company.
September 11 survivor devotes herself to others
From Abc.net.au. Edie Lutnick lost her brother and 658 colleagues in the September 11 attacks and has devoted the past decade to helping the families of victims.
TONY JONES: Now, by a stroke of luck, extraordinary luck, really, you were not in the World Trade Center that morning. How did you learn what had happened?
EDIE LUTNICK: I was actually scheduled to have a meeting. My office was on the 101st floor. And I received, like so many people around the world, telephone calls that said, "Turn on the television. Turn on the television." And I did.
And so I saw what was going on and, you know, just the devastating destruction that took both my brother and so many people that we knew and loved and worked with and, you know, I've now come to know by taking care of their families over the last 10 years.
TONY JONES: The plane actually hit on the 92nd floor or around the 92nd floor. Your brother Gary and the other 657 Cantor Fitzgerald employees were above that, as you say, on the floors from 101 and the next three or four floors above that. Did you at first think because they weren't hit in the initial explosion from the plane that they'd been spared?
EDIE LUTNICK: Um, no. You know, I – you have to understand, and I go into this in the book, An Unbroken Bond, but, you know, I worked on 101st floor, my brother Gary worked on the 104th floor, my brother Howard worked on the 105th floor. Cantor had floors 101 through 105.
And as I saw the planes go in, I received a phone call from my brother Gary and my initial reaction was, you know, that he wasn't there, since both of my brothers had been spared in the bombing in 1993. And – but once I spoke to him, I knew that he wasn't going to survive and based on where they were in the building that nobody was going to survive.
And then my brother Howard, who was taking his son to his first day of kindergarten, ran down to the site and he also knew because he was there when the buildings collapsed that no-one that we knew who was up on Cantor's floors during that time period was going to survive.
TONY JONES: So when Gary rang you, he knew he was trapped, did he? He knew that he wouldn't be able to get out?
EDIE LUTNICK: Yes. He – you know, as I said, I go into this in the book, you know – but he knew that he was not going to live.
TONY JONES: They were extraordinary moments because throughout New York, throughout the United States and even throughout the world, people were calling their relatives from those buildings, and of course they must have been the most extraordinary calls of all because many of them, most of them probably were the last time that people would speak to their loved ones.
EDIE LUTNICK: Well, sure. But, you know, the thing that I'd like to focus on if it's OK is that 9/11 was a terrible tragedy that day and what we lost was horrific, but as a result of that, you know, I have found myself in the middle of a story that has yet to be told, which is: what was the 10 years like for these families? What has this 10 years brought to us with respect to the memorial and with respect to how our government has been involved with us?
There's so much that we can learn from what happened on 9/11 and so many issues that are still resolved and, you know, that we still need to take a look at as a society. I think that educating people about 9/11 and the 10 years after and even beyond this anniversary is what we can take away from 9/11, beyond the initial tragedy.
TONY JONES: OK, let's talk about that because the question remains – I mean, you were extremely close to your brother Gary. In fact you brought him up not only as a sister, but almost as a mother because you lost both your parents.
So how did you manage to get through that loss? That's the question everyone finds incomprehensible. And I know I've seen you say you partly did it by finding a mission larger than yourself.
EDIE LUTNICK: I think that that's – I think that that's correct. You know, on September 13th my brother Howard in the midst of all of this called me and said, "Edie, I want to start a charity to take care of the families and I need to you run it." And my initial thought was that he had lost his mind, that I was in no condition to do this, and really, there were so many people that were better qualified to do this and in better shape than I was.
And I started thinking about who those people were, and then I realised they were all gone. And so I said OK because I wanted to help – you know, if losing Gary was bringing me into the state that it had brought me in, I couldn't even imagine what my brother Howard was going through.
I mean, he lost his brother, he lost all these people that he had hired and his company was basically in the rubble. So, we started this charity and taking care of people, you know, was helpful.
Howard always says that it takes a broken heart to heel a broken heart, and I think that these families have helped me in my journey towards healing every bit as much as I've been able to help them.
TONY JONES: The core to that – because Cantor Fitzgerald suffered greater losses than any other institution, certainly than any other company in New York at the time. You would think it would just have shut up its doors and closed down, but the key to what you've done was actually to keep the company alive.
EDIE LUTNICK: Well, you know, in An Unbroken Bond I go through the fact that, you know, on September 10th we had 960 employees. On September 11th after we had figured everything out, we had 302.
Now the company has 1,600 in New York. And the reason that the firm survived was that it was so important to the survivors and to Howard that we have a firm that's still standing, that you can say, "This is where my mommy worked, this is where my daddy worked," for the children who were yet to be born or who had just recently been born or who were very, very young.
So that when this became, you know, history, as opposed to an event that happened at the moment, that they would have something that they could look at and say, "This is where they worked." And now we actually have some of those children interning and working at Cantor Fitzgerald.
TONY JONES: Now, by all accounts Howard's a very tough man and some of his competitors were actually quite happy in a sort of horrible way to see him on his knees. They hoped the company would go down. Did he see it as a challenge to keep the company alive or as his responsibility to keep it alive?
EDIE LUTNICK: I don't think it was either of those things. I think that, you know, this was something that he and the survivors wanted to do in love and memory of those that we had lost. And he pledged 25 per cent of the profits of the firm and 10 years of health care, which has resulted in our giving away over $180 million to the families of those we lost and some – those who were eligible still have health care today.
TONY JONES: Yes. But it was interesting for Howard though because he went – in the eyes of the media he went from hero when he was on Larry King shedding tears for all those lost, to villain when a few days afterwards he cut the pay cheques of the families of the victims who were lost or dead.
Yes, I know, but that's how it was portrayed. You remember that so some of the family members were very critical of him at the time. He must have gone through a pretty tough period then because he claims he did that because he had to.
EDIE LUTNICK: You know, it's not a claim; it was reality, and I would urge you and those who watched – you know, who are watching your show now to read An Unbroken Bond because it also has the story of Cantor Fitzgerald's recovery in it as well as the journey of the families.
But, the reality is that there was no other choice. If – you cannot continue pay cheques when two thirds of your workforce is gone. They are the revenue producers for the firm. There is no money.
What has been going on with respect to being able to try to keep the firm is an extraordinarily difficult set of circumstances. Howard made tough decisions that had to be made. You know, the portrayal at the time as if somehow he had a choice in this and chose to, you know, stop pay cheques is just not correct.
And the reality is as we stand here today with a rebuilt firm and a sea of strangers whose only thing they had in common was the fact that their loved ones had been murdered while at work at Cantor Fitzgerald who are now a community that have gone forward, healing together, and he has been able to honour every commitment that he ever made above and beyond to our families, I think that we can all in hindsight say, "You know what? He made the choices that he had to make. They were tough choices. He was, you know, erroneously set upon, and the families of Cantor Fitzgerald are much better off as a result of the decisions that he has made."
TONY JONES: And we should make the point here that in fact some of his harshest critics among the families all came around in the end and decided that what he'd done was the right thing.
EDIE LUTNICK: That's correct. There wasn't a choice.
TONY JONES: Sure. It took nearly 10 years for the US to track down and kill the man who ordered the attacks, Osama bin Laden. You've been critical of the idea that this would actually bring closure to the victims of 9/11. Tell us why.
EDIE LUTNICK: You know, one of the things that I say in An Unbroken Bond is that the word closure tells you who deeply understands this tragedy and who doesn't. When you have loved and lost someone, there is no closure, in any set of circumstances.
And when you have loved and lost someone in such a public way and it comes up over and over again when tragedy strikes all over the place, there is no closure. And there shouldn't be closure, because 9/11 is something that unfortunately is now part of all of our realities, all over the world. We have two families that are Australian. And this is something that we need to look at, we need to learn from, we need to analyse, we need to teach our children about.
And the best way I heard somebody say it, and they said it in relation to the death of Osama bin Laden, they said that it's a comma, not a period. The 10-year anniversary is a milestone, it's the ability for us to look at how we've spent these last 10 years, how we can do it better going forward. But it's not an ending, it's not a closure.


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Canseco concedes to Gallego in District 23
WASHINGTON — Rep. Francisco "Quico" Canseco called Democrat Pete Gallego on Friday and conceded the District 23 congressional district race, saying an investigation into allegations of voter fraud would take too much time.
Canseco, R-San Antonio, said he called Gallego, a state representative from Alpine, today to congratulate him.
"I wish him the best," Canseco said in a statement released by his campaign.
Canseco claimed there was widespread voter fraud across the expansive congressional district, which includes part of 29 Texas counties, as well as voters who cast ballots during early voting and then again on Election Day.
"While there is no doubt there were improperly counted votes and improperly cast ballots, a full investigation and recount would be expensive and time consuming," Canseco said.
Gallego is headed to the nation's capital next week to attend orientation for newly elected members of the U.S. House of Representatives.
"I don't believe there was any voter fraud," said Gallego, a former state prosecutor. "I was a prosecutor before I got elected. I am a big fan of law enforcement," he said.
Gallego served 22 years in the state House before launching his congressional campaign.
Canseco was one of three Texas Republicans with tea party backing who were elected in 2010, and part of a national wave of fiscal conservatives who helped the GOP win control of the U.S. House of Representatives.
Rep. Joe Walsh, R-Ill., was another prominent tea party caucus member who lost in Tuesday's election.


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Amazing Northern Lights From ISS [PHOTOS]
What starts as your everyday, run-of-the-mill, multimillion-degree blast of fire from the sun cools over the vast distances of space and by the time the charged particles reach the earths atmosphere we can see what is known as the aurora borealis, or, more commonly, the northern lights.
Even during the darkest and coldest nights of the year, when we can see the phenomenon the best, earthlings can still only see half of the spectacular aurora display.
Lucky for us, 240 miles above the earth, the crew of the International Space Station eagerly awaited nature's most impressive light show, photographed, documented, and sent back the most impressive images we've ever seen of the aurora borealis, along with its southern sister, the aurora australis.
All images were taken as the space station was moving along at 17,239 mph.
Images courtesy of NASA's Marshall Space Flight Center.
source: GrindTV


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Managing Change, Starting With the CIOBy Jim Nash
Managing Change, Starting With the CIO
The conventionally smart company wanting new IT leadership for this degree of tumult, brings in a grandly pedigreed CIO. Target didn't see it that way. In 2008, as strategies were being formed, it brought over Beth Jacob from an operations post at Target.
Jacob first worked for Target, in 1984, as an assistant buyer, leaving after a couple years. Just about two decades later, in 2002, she returned to rise through Target's guest-relations division. Jacob was vice president of guest operations when she was tapped to lead IT as executive vice president and CIO with a budget of over $1 billion.
She oversaw Target.com's switch from Amazon.com's e-commerce platform to one that was home-grown. At the other end of the big-project spectrum, Jacob has introduced projects that capitalize on mobile computing, such as smartphone coupons.
Hers is a custom shop, yet she knows Target won't move into Canada before Y3K, much less by 2013 as planned, if the firm can't be flexible on that point. So, Jacob will throw the switch on its Great White North locations using a package implementation.
The technology team will be working with its internal partners on a business-process architecture design that's more off-the-shelf than it would ordinarily prefer.
In the run up to the opening, Jacob says, her department is examining and re-examining how work gets done to find the most efficient and, yes, standard, methods of accomplishing goals. That is, she says, "where doing so doesn't drive a different result for the guest or drive a different result for our business."
Jacob is at least as qualified as any of her colleagues to describe the state of change management in 2012, so we asked her to do just that.
CIO Insight: The nature or change has changed, hasn't it? It seems that change isn't always iterative any more, and antecedents are rare. You can't attack fires the same way because the fire's never the same.
Jacob: You're spot on. I don't think the topic of change management is dog-eared at all. I think it's going to be more important than ever. As a topic, I think it's fascinating. By way of background, four years ago, I took over being CIO for Target after a career based mainly in operations, so, personally, I went through a huge change. With the Target Technology Services [TTS] team, we really have undertaken a whole lot of change.
Target is a fast-paced, dynamic, innovative company. Change is something we lean into. Because of that, the TTS team has had to change almost everything, including the way it partners [internally and externally]. And the way it approaches different organizational change initiatives.
We've had to develop skills where we can operate at a couple different levels. From my leadership position, I'd say it's a different kind of strategic partnership that's needed compared to the past. It's a different skill set for the TTS team. You're managing for the long term and manage change for projects that have very short life cycles.
In the last year or so, the pace of change has significantly increased. We're making changes where [project] life cycle is a matter of days or weeks - think about the mobile capabilities we've implemented.
CIO Insight: Life cycles of days and weeks. Can you expand on that?
Jacob: We have to be ready to bring a company offering to our guests and staff, both of whom are more tech savvy. One example for guests would be mobile capabilities, like mobile [device] coupons. Last holiday, we created a mobile-coupon program tied to our toy catalog in just a few days. It's an amazing capability. The coupons are very easy for guests to use, very easy for our team members to work with.
[Ed. note: Target claims to be the first national retailer to offer a scanable mobile-coupon program, in 2010. Shoppers who opt in get a text-message link to a mobile Web page that can contain multiple with offers, all accessible through a single bar code. Coupons are then redeemed by a cashier scanning the bar code on the shopper's phone at checkout.]
CIO Insight: You must have a huge incentive to continually educate your team members.
Jacob: That's true. We need our team members to feel like they have the same knowledge and insight into tools and opportunities that our guests do.
Managing Change, Starting With the CIO
CIO Insight: Do you have large-scale IT education and training support?
Jacob: In the early part of some of our team members' careers, we have the Technology Leadership Program where we move them throughout the organization in a series of assignments to give them diverse experience.
And we're really great, I'd say, at inviting in [vendor partners] to discuss technology and trends to help our team members stay current.
CIO Insight: How much does formal education play into improving change management?
Jacob: I don't have a percentage in terms of how much education plays into effective change management. I think experience plays into preparing for change management more than anything else. Target is a learning culture, and I think that's the mindset you need to be effective with change management.
CIO Insight: Is there is an intersection of change management and ROI?
Jacob: We always factor in ROI even if there isn't a specific ROI associated with a task. We do think about the cost of making a change in terms of the time it takes to do good training, about the cost of ramp-up time, of new tech, the cost of retiring technologies.
CIO Insight: Given how IT is at the nexus of big change, you have to make some hard choices. Not everyone benefits from changes, after all. Ultimately, the CEO signs off on major projects, but how do you decide who's going to take the brunt of a change?
Jacob: I think of change in categories: people, process and technology. It's a fairly common way to think of it. But very, very seldom does technology sit on its own. It's when you marry the people, process and the technology that you really drive wholesale change.
That's how we got the TTS Transformation done.
[Ed. note: Transformation, begun in 2009, was a strategy to create an organization that's continuously evolving to become more agile and efficient. The process is largely completed, and has impacted thousands of internal and external partners globally. The organization is reluctant to talk about any return on investment, given that the effort has influenced every project life cycle since Transformation's adoption, it has said improved team effectiveness and efficiencies and, thus how nimbly Target rolls with market changes.]
I was really looking at our resources so that we could drive a 20 percent increase in the productivity of our architecture team. We were changing the way people's jobs came together, and implementing change in a way that allowed us over the last couple of years to trend up on team member satisfaction, an internal measure that we have.
Another really great example that I think of is our going international, opening stores in Canada. That's another area where technology is a key element to our success.
But it's really about framing the move in terms of people, process and technology. We're figuring out how to operate differently given that we have roughly half of what most people's experience would suggest is needed to open the number of stores we're opening. We've untethered our team to allow them to run toward this goal, which is very different compared to how we operate traditionally.
CIO Insight: You're moving aggressively in a number of technological directions. Are there times when you are uneasy about a change you have to ask of your guests?
Jacob: I can't think of an example where we would knowingly make a change we didn't believe was right for the guest experience. We're absolutely focused on what the business strategy is, what the guest experience will be around that strategy and how we pull all that together.
So many people that I meet along the way, when I share that I work at Target, their first response is, "Oh, I love Target." That's further affirmation of the fact that we keep the guest experience front and center for us as we execute on our strategies or in our technologies.
CIO Insight: You took a big gamble there a couple years ago, when Target decided to abandon Amazon.com's e-commerce platform for one you built yourselves. How was that change go?
Jacob: It took us just over two years to get off the Amazon platform and onto our own. Overall, it went well.
Over a thousand team members were involved in the effort. We learned a lot and that goes back to the learning culture of target - the way we react to those bumps. We had a few site-stability issues, so we formed a dedicated team within our global team working to resolve those issues - literally 24/7. And we really rallied our vendors to our cause.
Managing Change, Starting With the CIO
CIO Insight: Any unique problems you faced?
Jacob: A month after launch, we participated in a promotional event involving Missoni, one of our clothing designers, that had literally unprecedented response and demand. It tested some of the assumptions we had gone into testing with. It forced us to learn very, very quickly about how you build in resilience when the key assumptions end up being something that surprises you.
It's the nature of the space. It's so dynamic. It was a learning for us to figure out how to put just as much energy, insight and experience into running the site as in building the site. The learning curve was very fast and very steep. The experience helped us think more about being multichannel and how target is evolving as a retailer.
CIO Insight: The term "status quo" has to be as dead as the Latin language itself.
Jacob: That's absolutely true.
CIO Insight: Were there missteps along the way?
Jacob: In changes this big, you communicate even more. Make sure your team is fully supported to make that change happen.
CIO Insight: IT has become the common ground between customers, the company as a whole and IT staff. Those are three totally different ways of talking about a change.
Jacob: Target is strong in terms of teamwork, support, focus and collaboration around key initiatives. The knowledge that supports the teamwork behind a project as big as changing our platform, or, currently, as big as getting ready to go into Canada, is larger than IT. Those initiatives truly are not IT projects. They're Target projects.
The partners on major initiatives that I have across the different areas of Target are completely integrated from a project-team standpoint, from a communications-team standpoint.
CIO Insight: What are the top challenges facing Target? My list would be social media, mobile, Canada and City Target.
Jacob: Your list is quite similar to the list I have made of our biggest initiatives.
Canada is one of our biggest priorities, as we prepare to open new stores in the spring of 2013. Hundreds and hundreds of team members are getting ready to do that.
Multichannel - and when I say multichannel, it's about Target.com, it's about mobile, and it's about the in-store digital guest experience. It's work that's really big in scope but also transformative for Target.
And then there's the shift in back-end systems. We have a plan in place to make sure we build the right retail systems foundation so that the next 50 years for Target are as great as the previous 50.
CIO Insight: Let's talk about Canada. What is your change-management role in that initiative?
Jacob: We're starting with a brand new Canadian operation. The change-management piece is that we're going in with a package implementation.
To do it really successfully in the time frame we have and with as large of a scale deployment as we're going to have, we're really looking for those off-the-shelf software capabilities that we can put in with little or no customization. Then, over time, we'll build our own solutions in key areas of differentiation.
CIO Insight: In just a few years, you've been rolling out a lot of change: updating the technology foundation, bringing the E-commerce platform in house, moving into Canada. That's a big message of change to tell the group.
Jacob: Yeah, it is a big message. It's a big agenda. We continue to grow the size of our agenda, but it's the right agenda. The way I would frame that for my team is, Target has to be the best at retail IT. We are a dynamic company. We have a great retail foundation to build on. The pace of change will increase. Target needs to be ready, and it is ready.
CIO Insight: Is there a return on helping your org being change-capable?
Jacob: Absolutely. Status quo is going away. Change keeps your team engaged, keeps your organization relevant an dynamic. There is a very real benefit to investing in the skills that allow an organization to be effective at change.


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C. W. Jefferys Collegiate Institute
- Make a difference today by donating to help fund peer-to-peer tutoring in C. W. Jefferys Collegiate Institute for the 2017-2018 Academic school year.
- 15-20 students will be trained as tutors and each matched with one peer, impacting of 30-40 students total.
- Every donation of $25 will help connect at least one student to free tutor training or free personalized tutoring.
- Your donation can be made in up to 12 monthly installments.


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Columbia jogger the latest to be attacked
Series of jogging incidents reported recently
Yet another jogger was attacked last week, this time during the daytime hours in Columbia.
The incident reportedly happened around 6:30 p.m. Wednesday along a wooded trail behind the Owen Brown Village neighborhood in Columbia. Police said the female jogger was attacked by a man who appeared to be a jogger, too.
"He did have athletic running attire on. She heard someone behind her, and then a man approached her from behind and grabbed both of her breasts," said police spokeswoman Mary T. Phelan.
Investigators said the woman screamed, and another jogger heard that and ran toward her to help, only to see the assailant run away.
"People are brave nowadays. When I was growing up, places got robbed when you went on vacation. But things happen in the middle of the day in broad daylight now, so who knows," said nearby resident Elizabeth Chestnut.
The incident follows a series of attacks on joggers in the past two weeks, all of which occurred during the day. Joggers across Baltimore City have been robbed of their smartphones, but the most troubling case was reported in western Baltimore County, where police said a man tried to strangle a female jogger and pulled her into the woods by her feet. Officials said the victim bit the man on the arm and was able to get away.
Howard County detectives said they do not see any connections so far between those cases and the Columbia case.
"The descriptions of the suspects don't seem to add up," Phelan said.
Meanwhile, a local running club called the Howard County Striders is putting out even more emphasis on teaching its runners about safety, using a buddy system and not using headphones.
"Listen to your footfall and breathing, etc. But headphones -- if you're going to use them, put them in one ear and have another ear open so you can always hear what's going on," said group spokesman Bill Albezaer.
So far, Howard County police only have a vague description of the attacker in the Columbia incident; however, they did not release it.


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Below are links to thousands of magazine articles (in pdf form) from a wide range of popular magazines arranged by topic. These are articles only, and not the full magazines, so not included are all the advertisements and some smaller articles or features. Just click on a category to access articles from a handful of magazines on that topic. These and thousands more can also be accessed through our Ebsco service. For back issues of many magazines, also check unz.com
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Which magazines are in each category?
Art & Culture
- Archaeology, Ceramics Monthly, Film Comment, Smithsonian
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- Automotive Design & Production,AutoWeek, Motor Age
- Dig, Highlights for Children, Ladybug, New Moon Girls, Ranger Rick
Community & Living
- Advocate, Ebony, Native Peoples Magazine, Psychology Today
Computers & Technology
- Discover, Macworld, PC World, Technology Review
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- Poetry, Read, Writer
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- Backpacker, Bicycling, Field & Stream, Outdoor Life, Runner's World, Ski, Sports Illustrated
Teachers & Librarians
- Education Week, Instructor, Library Journal, School Library Journal
Weekly News & Analysis
- Economist, New Yorker, Newsweek, Time


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Rural small road
nice long drive thru Suburban and some country roads to open roads
South of town over parkway and back
Amazing variety of roads, scenery, twists and turns
From afton to Meadows of Dan campground
Very fun, depending on the time of day traffic can be a little annoying. If you ride slow then traffic won't be an issue. If you ride fast there are plenty of places to cut into oncoming traffic quickly and safely to get around.
Amazing road with lots of great twisties. The seven mile stretch spanning the state line with West Virginia rivals the "Tail of the Dragon" for twisties. The road condition is mostly excellent.
This is more of a route to brag to your buddies, "I road some hair raising mountain roads and saw a bear" then " I road some sick back roads" This trip will be a mix of interstate and one lane roads so could get boring between the rewards of the mountain passes.
Nice jaunt through the back roads in Tidewater South. Watch out for the occasional farm equipment and horse trailers. Nice ride on the Currituck to Knotts Island Ferry, although the map tool diverts around. Meet for coffee at the Cracker Barrell. Good lunch spots at Blue Pete's and Monk's Place.
A pleasant country ride west to DC with lots of nice corners and some very good scenery.
Great Virginia roads....made for cruising along at 45-60 mph. Great sight lines, very good to fantastic road surfaces on SR 634, SR 14. Excellent sight lines and good road surfaces on SR 632
This is a nice 3-4 hour ride and the classic Virginia roads will leave you smiling!
spring grove to woolwine. twisties and nice roads.
Great Curves and Stunning Nature along one of America's best motorcycling roads Approximately 500 miles of some of the best and most scenic twisting tarmac in North America. Enjoying the beautiful nature and the stunning curves all the way from Asheville, North Carolina into Roanoke, Virginia. This is very nicely maintained road with lots of grip but there can also be wildlife (deers, bears, etc) so be on the lookout for those! Highest section between Soco Gap and Wagon Road Gap a particular highlight Note: Some sections of this road are closed in winter.
This track takes you to the top of Big Walker overlook. make sure you stop at the General Store at the peak to get ice cream and listen to some good muisc. once you have had your fill head down the back side of Big Walker, but be cautious of the drop offs in the curves. this will then put you in the valleys below the ridge where you'll ride straight shots and enjoy the rolling hills.
didnt ride yet
A western loop from Lynchburg, VA - traveling through Campbell County, Bedford (to pick up the Blue Ridge Parkway at Peaks of Otter), then North on the Parkway to Rte. 130. North on 130 to run the twistiest bits (both ways), and then back to Lynchburg via 501. It's a good mix of minimal "getting there" via unavoidable highway, sweeping country roads, and twisty mountain roads.
This route includes great scenic roads, canopy roads and smooth highways going through the Shannandoah Mountains.
New route
This route includes many different areas of interest along the way to include the Blue Ridge Parkway and all of its stops. Charlottesville has allot of points of interest as well as Lynchbrug. Then there is the Nottoway Falls which is a waterfall in Nottoway County at the reservoir. Then there is the small town of Blackstone where I live which is just nice.
Good Ride
Great run through country roads, wide open double lanes. Watch out for tourists in the summer.
corners and straight aways all through little to no traffic roads.
This is a very nice ride, it is here in my own backyard. Manythings to see and also to do in Lexington, VA. Plenty of History here as well as hotels, and food.
The starting point is windy and hilly giving you a few places to speed up before having to slow back down, however once you leave Joplin there are long stretches of open road with very few stops.
Great rural backroad riding!


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This scanning electron microscope image shows a silicon nanowire resting on two silicon nitride (SiNx) membranes. Thermoelectric materials convert heat to electricity and vice versa. Most fossil-fuel-powered engines generate waste heat, so researchers are using nanotechnologies to explore ways of making thermoelectric devices more efficient in order to convert that waste heat to usable power—and thus save energy. This assembly was built to measure the thermal conductivity of a silicon nanowire synthesized specifically for thermoelectric applications. • SIZE: The diameter of the central nanowire is approximately 100 nm. • IMAGING TOOL: Scanning electron microscope
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Nanometer-sized things are very small, and often behave differently than larger things do.
Nanoscience, nanotechnology, and nanoengineering lead to new knowledge and innovations that weren't possible before.
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Renkun Chen, University of California at Berkeley - Attribution is required.
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Twenty Giant Skeletons Found
A mound near Toledo, Ohio, held 20 skeletons, seated and facing east with jaws and teeth "twice as large as those of present day people," and besides each was a large bowl with "curiously wrought hieroglyphic figures." (Chicago Record, Oct. 24, 1895; cited by Ron G. Dobbins, NEARA Journal, v13, fall 1978)
Nine Foot Skeleton Found
George W. Hill, M.D., dug out a skeleton "of unusual size" in a mound of Ashland County, Ohio. In 1879, a nine-foot, eight-inch skeleton was excavated from a mound near Brewersville, Indiana(Indianapolis News, Nov 10, 1975 Giant Skeletons
Don't Even Ask
All I know about this photo is that is supposed to have been taken in Ireland about 1850 and the bones represent someone supposedly over 11 feet tall. Is it legitimate? Don't know. I would say that the skeleton is in remarkably good shape (all the bones seem to be present and connected). It would be very easy to fake such a photo, so is it real or memorex?
The Burdick Track
This track was impressed into allegedly 110 million year old limestone rock and was found in Glen Rose Texas. Analysis suggests that it is a woman's bare footprint and would correspond to a size 22EEEE mens shoe today. Scientific analysis after cross sectioning the stone with a diamond saw proves that the print was made by pressure (genuine) and was not carved. For more info see The Interactive Bible Site
More Giant Prints in Solid Rock Again, its not just that these prints are giant sized. It's also that the rock these prints are embedded in were supposedly formed millions of years before man evolved! This photo was taken in northern Washington state and was reportedly found with another partial imprint. It appears to be the shoeprint of a large individual (see man's shoe in lower left of photo for comparison)approximately 16 inches long from heel to toe.
The rock itself is judged by geologists in "evolutionary time" (as opposed to actual time) to be between 10 and 20 million years old. The point is, according to evolutionary theory, no one should have been around early enough to leave a shoe imprint in what is now solid rock. No one should have been around to draw one either.
There remains the possibilty of course that someone painstakingly chiseled out two convincing shoeprints in recent times and left them on a mountain. Source: North American BioFortean Review
I'm 6 feet tall, I wear a size 13 shoe, and my foot measures about 11 inches bare. The plaster footprint in the top middle, of the "footprints" photo measures 25.5 inches, barefoot.
The one below it measured over 19 inches. The footprint on the far right measures 21.5 inches. The yardstick on the left shows that the stride between footprints is six feet long--you do the math!. For more details about these photos follow this link to Omniology.com
Mr. and Mrs. Van Buren were only "eight footers",and so mere pikers in the whole giant pantheon--still one does get a sense of how the bones and the girth increase with height. Mrs. Bates herself was over 400 pounds. Sadly, neither of them had a double row of teeth--but on the bright side, that helped to keep the weight down.
Excerpts from Rex Gilroy's Mysterious Australia.com Site....Since the initial fossil/handprint discovery, two further mudstone track sites have been discovered nearby, bringing the total fossil impressions to about 90 tracks!
The footprints range from child-sized examples measuring 20 cm long by 10 cm wide and 26 cm long by 13 cm wide, to monsterous tracks 62 cm long by 33 cm wide across the toes, and one truly monsterous half-intact track of 42 cm width across the toes by 60 cm length to the mid-foot where the track breaks off. Had this track been complete it would have reached up to 120 centimetres in length!
There are handprints of various sizes, from 13 cm length by 23 cm width, to one monsterous left-handprint measuring an astounding 41 cm width from outstretched thumb to little finger, by 35 cm length from mid-finger to palm!
Some footprints look like giant human tracks, whereas others are more ape-like, but it is obvious that the monsterous beings who made these tracks in the sands of time stood anywhere from 4 to 6.6 to even 8.3 metres tall. Rex Gilroy's Mysterious Australia.com Homepage
Above Photo CopyRight Rex Gilroy
Anomalies & Enigma's Forum
These anomalous skulls located by Mr. Connolly in various South American museums are certainly the talk of Talk-Origins and is giving anthropologists a few headaches.
The general opinion seems tobe that they are not the result of medical deformation and are too anomalous to be the result of "binding" techniques. In addition, some of the skulls have brain vault capacities significantly in excess of you and me.
"When some of these pictures were posted on CompuServe, the majority of people assumed that they represented an example of binding of the head, well known to be in fashion in ancient Nubia, Egypt and other cultures. The skull binding was a primitive practice in which a person's head was tightly bound with cloth or leather straps throughout his lifetime, causing the skull to grow in this dramatic way.
Anthropoligists however have admitted that the shapes of the Peruvian skulls is unlike the deformity caused by binding.
The skulls shouldn't exist
The skulls are a real problem for the anthropoligist. The frontal part of the skull seems to belong to an individual of the pre-Neanderthal family. But the lower jaw, though more robust than modern human type, has a modern shape and characteristics.
The shape of the cranium is completely different from Homo Erectus, Neanderthal types, and the modern human type. Some minor Neanderthal characteristics are present, as with the occipital ridge on the bottom back of the skull and the flattened bottom of the cranium, but other characteristics point more towards Homo Erectus.
What a representative of a premodern human type is doing on the South American continent? According to the orthodox anthropology, this skull simply does not exist, because it cannot be. Textbooks' oldest date of appearance of humans in North America is about 35000 BCE and much later for South America, based on the diffusion theory assumptions.
Neanderthals did not exist in South America. The only accepted human types entering the continent are of the modern anatomy.
Evidence of ancient brain surgery
Some skulls show the evidence of ancient brain surgery that prove their ancestors possessed certain abilities that modern science has just recently discovered. Plenty of skulls in the area of the Nasca desert.
Peruvian government said that these unusual skulls could be found in many museums in Peru and excavations were uncovering them even now near the Nasca Plateau. These skulls are so numerous in the area of the Nasca desert that you can find small makeshift museums in the backyards of the locals.
They dug up their ancestors so you can view their remains for a small fee. In Mexico there are the same types of skulls in a museum in Merida, a city close to the ruins of Palenque.
So why hasn't anyone taken the photographs earlier and showed it to the rest of the world? According to the peruvian church leaders the skulls are a work of devil and the offspring of the fallen angels in the Bible. When President Fujimori took power in Peru. He had decided to allow the skulls to be photographed and has brought them to the attention of the world.".... Janku
My supposition is simply that the variety of human variation and human DNA would have been significantly decreased after the flood when all human DNA variation would have been resident in only eight individuals; Noah, his wife, his three sons and their wives.
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
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Wells Fargo Advisors (WFC) said early Friday that it had recruited nine financial advisors from Morgan Stanley (MS), Merrill Lynch (BAC) and RBC Capital Markets over the past six weeks with a total of nearly $1.12 billion in client assets under management at their prior broker-dealers.
This follows Raymond James' (RJF) announcement on Wednesday that a Morgan Stanley advisor had joined its traditional, employee channel with about $435 million in client assets and more than $1 million in annual fees and commissions.
On Thursday, LPL Financial (LPLA)-affiliated U.S. Wealth Management said it had tapped a new executive who previously was with Pershing Advisor Solutions to lead its recruitment of independent advisor practices.
Wells Fargo says it hired the following five advisors from rival Morgan Stanley:
- James Hunt in Chicago, who has 20 years of experience and $181 million in assets at the former broker-dealer (in addition to another $425 million in assets managed outside of the firm);
- Anthony Bavedas in Westport, Conn., who manages about $109 million in client assets and has been in the business for some 40 years;
- John Lyon and Jeannette Dobbyn—the Lyon Dobbyn Wealth Management Group—in the greater Los Angeles area, who have nearly 65 years of combined experience in the industry and $360 million in AUM; and
- Brian Stahler in Wichita Falls, Texas, who has 17 years of experience and $108 million in assets.
Joining Wells Fargo from Merrill Lynch in San Francisco is Bruce McMillan; McMillion has spent 28 years in the business and manages about $105 million in client assets. Also moving to Wells from Merrill is Philip Weber in Hyannis, Mass., where he's been an advisor for 23 years and oversees $129 million in client assets.
The team of Peter Vrooman and Jonathan Sarver are now with Wells Fargo in Kansas City, Mo., after departing from RBC Capital Markets. Their total industry experience is 31 years, while their combined client assets are $125 million.
Raymond James Recruiting
For its part, Raymond James says it recently hired former-Morgan Stanley advisor Cynthia Woodsmall Jones as senior vice president of investments in the Columbus, Ga., branch office of Raymond James & Associates, the firm's traditional employee broker-dealer.
"We are delighted to have been able to attract such an experienced, successful advisor as Cindy to our Columbus branch," said branch manager John Martin, in a press release. "She has a phenomenal reputation and exemplifies a deep caring for her clients and their interests, which is totally in line with Raymond James' values and culture."
Jones joined the business in 1981 at Robinson-Humphrey and remained with the organization through several mergers and acquisitions. The advisor has managed more than $435 million in client assets and had more than $1 million in yearly production.
"I chose to join Raymond James because it reminded me of an earlier time in my career, when my firm offered the combination of a client-first focus, a collegial family atmosphere and the highest quality technology and operations support," she said in a statement. "Since I've been at Raymond James, every day has brought a new and wonderful discovery: from the great client statements, to the first-class technology and the friendly staff … to the point where I am ecstatic about my decision to join."
U.S. Wealth Hiring
U.S. Wealth Management, an independent network of advisors and hybrid RIAs affiliated with LPL, named Christian Widen its managing director and head of corporate development on Tuesday. Widen, who will be based in New York and report to CEO John Napolitano, is set to lead the group's recruiting efforts that focus on independent advisors with $50 million to $100 million in AUM and who are in need of turnkey asset management capabilities, office support, practice management, marketing support, business coaching and succession planning.
The firm says it should reach at least $1 billion in total advisory/brokerage recruited AUM by the middle of 2014.
Widen has been in the business for 16 years and most recently served as a director at Pershing Advisor Solutions. He also worked for RBC Advisor Services, J.P. Morgan and Fidelity Institutional Wealth Services, and was a branch manager with U.S. Wealth Management's offices in the greater Boston area.
"We are delighted to welcome Christian back to our firm after his 13 years of building and leading winning advisor recruiting and sales support strategies across top platforms in the industry," said Napolitano in a news release.
"Christian's decision to rejoin us validates both our robust growth over the years, as well as the enormous progress we have made in building a platform that combines all of the elements the independent advisor requires in today's fast-changing marketplace to build a successful practice," the CEO said. "His unparalleled industry expertise makes him an ideal fit with U.S. Wealth Management as we initiate a new chapter of continued growth for our firm."
For his part, Widen says he is glad to be back: "I am very excited to bring my 16-year career within the broker-dealer and custodial industry full circle as I rejoin a team that has the right vision, the right resources and the right plan for building the top network of independent financial advisors in the country."
U.S. Wealth Management includes more than 30 affiliated advisors and more than $600 million in client assets. In addition to LPL, it has relationships with several other top custodial firms, such as TD Ameritrade (AMTD) and Charles Schwab (SCHW).
Read New Hire Roundup: Nautilus Group Names Grisham CEO on AdvisorOne.


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TED talks, "pay yourself in chard", shoeless Microsoft techies, Molly Moon ice cream--you don't have to be a current or ex-Seattleite to enjoy this funny book by Hollywood scriptwriter (Arrested Development) Maria Semple. If you've ever lived in a politically correct zone (Bloomington anyone?), you'll recognize many of the interpersonal dynamics pictured here. Where'd You Go, Bernadette tells the story of a family - Bernadette, Bee, and Elgin Branch-- and their relationship to their child's school community.
Bernadette, a former architect and MacArthur genius award winner, has given up working on any creative projects to devote herself to her family. Her daughter Bee was born with a serious heart condition and for years Bernadette felt that she could not commit herself to any new designs due to her daughter's condition. But Bernadette, a woman full of prodigious talent and energy, has been driving herself and everyone around her nuts while her husband worked his way up the Microsoft hierarchy.
Minor Seattle annoyances set her off, say five-way traffic interchanges where one waits an eon for a turn at the green light. Too friendly Canadians provoke Bernadette's ire also. And turning her almost ballistic are messages from her daughter's private school that ask for volunteers. She ignores these but the fellow parents, whom she calls "gnats", mock her for her lack of community involvement--a major Seattle lapse. And then there are all those obnoxious Microsoft slogans that she must turn away from whenever she and Bee visit her husband's office.
Once long ago, Bernadette designed two wildly inventive buildings in LA using only local materials. Her name is still enshrined in architecture lore, but now she's battling her husband's employee and a neighbor, Audrey Griffin, who's on a crazybound track of her own.
The novel is made up of hundreds of e-mails, handwritten notes, transcripts, conversations, etc. many from Bernadette, some from her daughter, many from Audrey. Of course, a shrink becomes involved. Good thing she doubles as a post-traumatic stress counselor because Audrey's fundraiser with twenty singing kindergarteners is overrun by a cascading sea of mud from Bernadette's house. Audrey insisted that B. pull out all her blackberry bushes.
Meanwhile, Bee has chosen her prize for finishing elementary school with flying colors - a trip to Antarctica, but Bernadette has social anxiety issues. In fact, she's hired an Indian errand-runner, who manages myriad details from thousands of miles away. Except he's not really from India and he has all of her important bank numbers and passport info.
It's a fun rollicking ride full of lots of Seattle color and rainy weather humor, some at the great Emerald City's expense. But if you're in the mood for a book to brighten these dark winter days, this family's escapades will cheer you up.
Another quirky novel that both celebrates and pokes fun at an American city is John Kennedy Toole's A Confederacy of Dunces.


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This Web site is not designed to provide medical advice. The sole purpose of this section of our website is to provide a general overview of bone densitometry for patients and individuals who wish to improve their understanding of this technology: what it is, how it's done and what the results mean. You should discuss your individual needs with your doctor or other healthcare provider. All medical decisions should be made by your doctor in consultation with you and any other relevant parties.
Bone Density Testing
Last modified: January 2, 2013


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Dalí and the Land
Dalí the Man
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Late Dalí
Dalí and the Media
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Salvador Dalí
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Dalí and Science
Salvador DALÍ
Spanish 1904–89, worked in United States 1940–48
The disintegration of The persistence of memory
oil on canvas
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The Salvador Dalí Museum, St Petersburg, Florida
Worldwide Rights: © Salvador Dalí, Fundació
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Richard Dreyfuss isn't exactly the first actor we think of when we think "street tough." But apparently, AMC thought enough of him to give him a gig shilling for the '70 Javelin. Somehow, we think we think it's best to keep the Roger Penske/Mark Donahue Trans Am effort in our hearts as the pinnacle of AMC awesomeness while we try to purge this ad from our minds.
More Kenosha Iron: The 1965-66 AMC Marlin [Internal]


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Welcome Morgan, the newest member of the family.
He was adopted from Grateful Greyhounds -- an organization that rescues racing dogs that would otherwise be euthanized when the tracks are done with them. Contrary to what you might think, greyhounds are super mellow and laid back animals. They're fascinating to watch -- very elegant. Their long skinny legs make them seem as if they are barley touching the ground when they walk, almost deer like.
And did you know that greyhounds can accelerate to 45 miles an hour in just three strides, bested only by cheetahs? True...Although they say our Morgan was dead-last in just about every race he ran so I don't think we'll be seeing any 45 mph from him. Just as well, his slow-pokeyness seems to have gotten him off the track and into our home pretty quick.
Sunday, September 23, 2007
Introducing Morgan
Welcome Morgan, the newest member of the family.
Labels: For Fun, Long Island, Pets and Other Animals
5 comments:
- Annalee said...
Wow, he looks just like Revel, the grey my family adopted from Greyhound Welfare in January. They're amazing pets--congratulations on welcoming one into your home.
Watch him around the art supplies, though. Revel is under the impression that anything soft and/or colorful is his-- especially my sister-almost-in-law's knitting-- and that's apparently pretty typical of the breed.
Are there greyhound runs in your area? They do them fairly regularly near us, and it's pretty incredible. Even the greys that are living up their retirement by napping constantly seem to love the runs. They're so beautiful when they get going.
Hi, by the way. I've been reading your blog pretty much since you started, but I don't comment much.
- Amy Sisson said...
Congrats on your new family member, and thank you, on behalf of all animal lovers, for adopting him.
We have gone the cat-rescue route (indeed, the crazy-cat-lady-rescue route), but I miss dogs.
- Susan Helene Gottfried said...
Hey, congrats! I'm not a dog person, but my sister's first greyhound (she's now on numbers two and three) convinced me that if I ever get a dog, it'll be a hound. I'm nuts about them.
Here's hoping you guys have many years of fun and fast runs together.
- Irene Gallo said...
Thanks guys!
Annaleee - We'll have to look into runs. It would be great to watch him stretch his legs some. And thanks for reading!
Amy - I'm typically a cat-person myself. Recently there was a stray kitten that ran out of the woods and followed me home. I was hoping to get him fed and keep him but he got spooked when we tried to get him in the house. We should have just left him outside to feed him. I'm hoping/assuming that if he was so forthcoming to follow me home he'd likely make himself known to he next passerby.
Susan - It does seem that nobody has just one greyhound. At the event we went to, everyone had two or three in tow.
- David Apatoff said...
What, no goat?


text: dave.m 28 Posted October 7, 2012 Things seem to have been a bit quiet on here of late regarding the forthcoming new model.I came across the following while looking for Urban Cruiser stuff. Don't think it's been postedbefore, but if it is has, oh well I guess you will all have to get all excited all over again.http://wot.motortrend.com/production-spec-2013-toyota-rav4-possibly-exposed-overseas-244385.htmlWhile we can't confirm the identity of the vehicle revealed in the following photos, we'd be surprised if it were anything but the upcoming 2013 Toyota RAV4. Shot by a forum member of an online Toyota fan club in Saudi Arabia, the photos reveal a Toyota crossover sitting in a dealer prep lot. Torn pieces of protective wrap expose a number of styling cues from our recent spy shots and renderings of the 2013 RAV4.The biggest giveaway is the exposed front clip. While the lower bumper remains covered, the grille and headlights are similar to those on the test mules caught in recent months. Much of the side is still covered, making it difficult to determine if this particular model is equipped with two or three rows of seats. The photographer, however, did capture a clear shot of the cockpit, which features a new horizontally dominated layout that appears to be making its way into new Toyota and Lexus models. Though the U.S.-spec version of the 2013 RAV4 might sport changes from the crossover sold overseas, the car shown here retains the crossover's three-spoke steering wheel design, but has a thicker grip and revised buttons.Powertrain details have yet to be released, but there's a possibility Toyota may drop the V-6 engine option. Most of the RAV4's competitors, like the one-engine Honda CR-V and three-engine Ford Escape, only offer smaller displacement four-cylinder mills. We'd be surprised if a more modern transmission didn't debut on the 2013 RAV4, which is expected to launch before the end of this year. In the meantime, check out the photos and let us know if you think this is the new 2013 RAV4.Source: ToyotaClub-SA via CarscoopRead more: http://wot.motortrend.com/production-spec-2013-toyota-rav4-possibly-exposed-overseas-244385.html#ixzz28dy6CLNp Quote Share this post Link to post Share on other sites


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There was a group last night
LF1M SFK Holiday boss DPS
Squidly went to request an invite but right at the last moment, Gnomeaggedon hip n' shouldered Squidly away from the key board and said...
Squidly: brb as Mage
Gnomeagggedon: <– Squidly
Gnomeaggedon joins the party.
Gnomeaggedon rolls on [Toxic Wasteling]
Phred receives [Toxic Wasteling]
Gnomeaggedon rolls on [Toxic Avengers Mask]
Gnomeaggedon receives [Toxic Avengers Mask]
Did Gnomeaggedon feel guilty for robbing Squidly?
Hell No!
Did Squidly feel ripped off by Gnomeaggedon?
Hell yeah!
As I didn't intend to run the event anyway, Squidly didn't get a chance to rub a big red love rocket in Gnomeaggedon's face (and Gnomeaggedon will never let it happen!)
There was one chance and Squidly didn't get it.
Is there a pecking order in your stable of characters?
Gnomer and Out, Squidly is taking his bat and ball and going home to Exodar!
This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License.


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Among the many claims made against Alex Rodriguez in a one-sided 60 Minutes segment was that Rodriguez had attempted to pay off Biogenesis founder Tony Bosch when Bosch decided to cooperate with MLB's investigation. The CBS broadcast presented it as fact, and MLB COO Rob Manfred outright called it a bribe. Well, here's some pretty convincing evidence—evidence that both MLB and 60 Minutes had but didn't mention—that there was no bribe.
According to Bosch, his attorney received an unsolicited wire transfer for $50,000 on April 8. When asked if MLB considered that a bribe, Manfred told 60 Minutes, "I do."
New York Magazine has examined emails and bills, and comes to the conclusion that the payment was not an attempt to keep Bosch silent, but a clerical error.
On April 2, Rodriguez's attorney sent A-Rod a bill for $49,901.51 for work conducted on his behalf. Then, six days later, a transfer was made to Bosch's attorney for that exact same amount.
According to e-mails examined by New York, Rodriguez's business staff confused the wiring information and accidentally sent the payment to Ribero-Ayala on April 8.
On April 9, 2013, Rodriguez realized that the second payment was in error, according to the e-mail chain, and Ribero-Ayala returned the money, which was then transferred to Black's law firm's account.
$49,901.51 would be an oddly specific figure for a bribe, especially since Rodriguez had previously sent a nice, round $25,000 transfer to Bosch to pay his legal fees. (Rodriguez's camp admits the $25,000 payment, made when Bosch was denying any connection with A-Rod. The supposed "bribe" came after Bosch switched sides—after MLB had agreed to cover Bosch's legal fees and drop a lawsuit against him.)
It's odd that 60 Minutes would present the "bribe" as fact, when they had the exact same documents New York used to shoot the claim down. (It's not clear if Rodriguez lawyer Joe Tacopina, who appeared on the show, refuted the allegation or not, but no denial was aired.)
It's odder still that Rob Manfred would continue to make the claim—MLB too, was provided the evidence that indicated the bribe was a billing error. Arbitrator Frederic Horowitz made no mention of the bribe in his judgment against Rodriguez, meaning not only was Manfred's statement an unproven opinion, but MLB had already won without citing it. The only possible reason for Manfred and CBS to raise the questionable claim was to make Rodriguez look like a thug and produce more compelling television.
Did Alex Rodriguez Really Try to Pay a $49,901.51 Bribe to Tony Bosch? [NY Mag]